Question 1 of 100Question ID: 651347

To utilize a few employees who are not assigned to any projects this month, the functional manager can authorize a project specifically for them. There are two project ideas that have been vetted. One is an IT project to implement a new software tool. Another is a charity project for the community. Alas, there is only enough budget for one of the projects.

How should the functional manager approach the project chartering?

• AEvaluate the business value of each of the projects to determine which one brings more value to the company

• BCharter the IT project of the new software tool implementation since it is likely to provide a long-term tangible benefit

• CCharter the charity project for the community since it is likely to have a positive, long-lasting, intangible, public benefit

• DCharter both projects with a reduced scope that can be covered by the available budget to gain a little value from each

Question 2 of 100Question ID: 612030

To develop a charter for the project that you have been assigned to lead, you have reviewed the business documents and studied the agreements. You lack the information about the key project deliverables which should be included in the charter.

What is the best way to obtain this information?

• AFacilitate a meeting with key stakeholders

• BAsk the project sponsor for their advice

• CReview the project scope statement

• DTalk to the end users of the projectity since it is likely to have a positive, long-lasting, intangible, public benefit

Question 3 of 100Question ID: 626018

A senior manager has just been appointed as a project sponsor for a new project the company is about to undertake. The newly appointed sponsor starts developing a project charter but is not sure what information should be included. The sponsor seeks advice from an experienced project manager.

The project manager responds that at a minimum, the project charter should include which of the following:

• AHigh-level information about the project

• BDetailed project scope and schedule

• CA list of all project stakeholders

• DA list of vendors selected for the project

Question 4 of 100Question ID: 612065

A project manager was asked to prepare a document, which the project sponsor will sign to authorize a new software development project.

Which of the following will the project manager want to include in this document?

• AA work breakdown structure (WBS)

• BThe key project deliverables

• CA project schedule

• DThe project budget

Question 5 of 100Question ID: 613012

You are about to hold a kick-off meeting to begin planning for a small project you have been assigned to manage. A stakeholder who has been out of the office for most of the project's initiation phase, asks you for more information about how the project will impact his department.

Which one of the following would be the most appropriate to provide the stakeholder?

• AThe project scope statement

• BThe approved project charter

• CThe project management plan

• DThe business case

Question 6 of 100Question ID: 613104

A project manager is assigned to a research and development project for an external client and is currently in the process of developing a list of potential stakeholders. The project is still in the initiation stage, and the project charter has yet to be approved. The project manager has already reviewed an early draft of the project charter and consulted the business documents to find potential stakeholders.

What else might the project manager do to identify stakeholders?

• ALook at the stakeholder register

• BReview the contract

• CResearch the business case

• DRead the stakeholder engagement plan

Question 7 of 100Question ID: 626030

You are reviewing a document that describes the project vision, mission, purpose, objectives, success criteria, high-level requirements, risks, assumptions, the list of key stakeholders, and the name of the assigned project manager.

What else should be specified in this document?

• AThe business need and the cost-benefit analysis

• BRequirements for formal procurement closure

• CDevelopment approach and project life cycle

• DMilestone schedule and key deliverables

Question 8 of 100Question ID: 612258

A project sponsor tells the project manager that stakeholder expectations and risk thresholds have not been addressed by a particular document. Project planning cannot begin until the sponsor approves this document.

What might the project manager have neglected?

• AReview of organizational process assets

• BConsideration of enterprise environmental factors

• CDevelopment of a risk management plan

• DCreation of the risk register

Question 9 of 100Question ID: 613257

Midway into project execution, the director of marketing leaves the company and is replaced by an external candidate. After meeting with the new stakeholder, the project manager learns that the new director of marketing has a much greater interest in the project, and would like to be updated on progress and project specifics with greater frequency.

With the stakeholder register updated to reflect the relevant information, what should the project manager do next?

• AReview and revise the stakeholder engagement plan as necessary

• BPerform stakeholder analysis for the newly identified stakeholder

• CUpdate the project documents with the information for the new stakeholder

• DSubmit a change request to update the communications management plan

Question 10 of 100Question ID: 651416

As an employee of a large organization, you have been building a business case for a community outreach project. The project selection steering committee is meeting in a few weeks.

What is the best action for you to get your project chartered?

• AFind a potential sponsor who can champion your project at the meeting

• BUse pre-assignment to secure the best available team in the organization

• CPrepare the list of key project deliverables and milestone schedule

• DOffer to act as both the project sponsor and the project manager